The double-edged sword of conscientiousness

We collected data from workgroup supervisors and their direct reports in 14 Chinese enterprises representing diverse industries, including logistics, insurance, e-commerce, manufacturing, and software. To mitigate potential common method bias, data were collected at two time points over one month. Prior to conducting the formal survey, participants were firstly provided with an explanation of the research purpose and assured confidentiality regarding their questionnaire responses. At time one, 168 supervisors rated conscientiousness, perceived dynamic work environment, and demographic characteristics scales. Over one month, at time two, the same 168 supervisors were requested to participate in a follow-up survey that measured self-depletion and turnover intention. Simultaneously during this period at time two, 675 subordinates within 168 teams assessed their perception of abusive supervision from their respective supervisors. Two-staged supervisor-level questionnaires were matched using eight digits derived from their birthday date (e.g., 19880617). The final matched sample consisted of 121 supervisors (approximately 72.0% response rate) and 543 direct reports (approximately 80.4% response rate).